Evolving Business Models (eBook)

How CEOs Transform Traditional Companies

Christoph Franz, Thomas Bieger, Andreas Herrmann (Herausgeber)

eBook Download: PDF

2017 | 1st ed. 2017
XII, 219 Seiten
Springer International Publishing (Verlag)
978-3-319-48938-4 (ISBN)

Infos

This book addresses the core challenges currently faced by traditional companies. In the age of digitization many industries are now challenged by disruptions of the traditional value chain: new competitors are coming into play, traditional products don't sell any more, and profits are at risk. As such, CEOs need to adopt new business models for these established industries, while many companies have to reinvent themselves by developing new products for new markets.

In this book, leading CEOs share their experiences in transforming established companies. They provide insights on transforming industries and demonstrate what it takes to redefine companies from the ground up. Issues such as organizational transformation, new product development, implementing a new organizational spirit, and many more are discussed.

Dr. Christoph Franz is Chairman of the Supervisory Board, Roche Holding Ltd. 

Prof. Dr. Thomas Bieger is President of the University of St. Gallen, Switzerland.

Prof. Dr. Andreas Herrmann is Director of the Institute of Customer Insight at the University of St. Gallen, Switzerland.

Inhalt

Contents 6
About the Authors 8
Introduction: Globalization and the Opening of New Markets 14
Transformation of Teaching and Research in a Globalized IT-Driven World 24
1 Chapter 1: Teaching and Research (The Traditional Paradigm as a Starting Point) 24
2 Chapter 2: Changes in the Environment (Drivers of a Transformation) 27
3 Chapter 3: New Models of Teaching and Research (Networks Between State and Market) 32
4 Chapter 4: Outlook, A Regionally Rooted Faculty-Driven University with Global Reach (The Example of the HSG) 34
5 Conclusion 37
References 37
Banks Caught Between Regulation, Technical Progress, and Profitability 39
1 Confidence and the Banking Business 39
2 Regulation of the Financial Sector 40
3 Risk Management 42
3.1 Requirements Under Corporate Law 42
3.2 Risk Strategy in Financial Institutions 43
3.3 Risk Culture 44
3.4 Remuneration Policy 45
4 Capital and Liquidity 46
5 European Banking Union 47
6 Regulation and Profitability 48
7 Digitization 48
8 Commerzbank 50
Business Models in the Chemical Industry Amid a Changing Competitive Landscape 52
1 Introduction 52
2 A Brief Overview of the Chemical Industry 53
3 Trends in the Chemical Industry 55
3.1 Changing Landscape: Rise of Emerging Markets 55
3.2 Regional Diversification: A Special Challenge for Europe 56
3.3 Importance of Innovation 56
3.4 Sustainability: An Integral Part of Today´s Business Models 57
4 Business Models in the Chemical Industry 58
4.1 Competitive Environment 58
4.2 Business Models in Comparison 59
4.2.1 Basic Chemicals 60
4.2.2 Application-Oriented Solutions 61
4.2.3 Product Innovation-Driven Specialties 63
4.2.4 New Business Model on the Horizon: Circular Economy 64
5 Business Model Success Factors and the Next Challenge 65
5.1 Portfolio Management as a Precondition 65
5.2 Success Factors for a Multi-business Model Company 65
5.3 The Next Challenge: The Impact of Industry 4.0 67
6 Conclusion 68
References 69
Business Model Innovation: Some Key Success Factors at Bosch 71
1 Business Model Innovation at Bosch 71
1.1 State-of-the-Art Knowledge and Best Practices for Business Model Innovation 72
1.2 Change Perspective to Open Up for New Business Models 74
1.3 Core Competencies as Source for Business Model Innovation 75
2 Case Studies for Business Model Innovation at Bosch 75
2.1 Case Study 1: Parking Reinvented 75
2.2 Case Study 2: Corporate and Start-Up as Perfect Complement 77
2.3 Case Study 3: Bosch Internal Start-Up Success Story 78
3 Leadership: Key Success Factor for Business Model Innovation 79
3.1 Make Room for Creativity 79
3.2 Dare to Explore New Territories 81
3.3 Find a Strong Mentor in the Organization 82
4 Conclusion 83
References 84
Environmental Management 85
1 Environmental Management 85
1.1 Management Rules and Stakeholders 88
1.2 Management Rules and Areas of Action 89
2 Sustainability Management 94
2.1 The ``Energy Revolution´´ 95
2.2 The ``Mobility Revolution´´ 95
3 Sustainability Management, Risk Management, and Opportunity Management 97
References 100
Further Reading 101
Innovation for Health: Success Factors for the Research-Based Pharmaceutical Industry 102
1 The Drivers of the Industry 102
1.1 The Market and Environment 102
1.2 The Companies 104
1.3 The Portfolio of Business Segments 104
1.3.1 Patented Prescription Medicines 105
1.3.2 Generics and Biosimilars 106
1.3.3 OTC Drugs 106
2 The Fundamental Business Model of Pharma Innovation 107
2.1 Patent Protection as Backbone 108
2.2 Change in Cost Structure Post Patent Expiry 109
2.3 The Challenges for Research-Driven Companies 110
2.3.1 RandD Productivity 110
2.3.2 Making Innovation Accessible 112
3 The Evolving Business Model and Its Success Factors 112
3.1 Pharma Business Model in Transformation 112
3.2 Success Factors for the Future 114
4 Conclusion 120
Bibliography 120
Industry Expertise and Dynamic Challenges: Perspectives of an Adopted Railwayman 122
1 Introduction 122
2 Definitions of Terms 123
3 Derivation of Core Hypotheses 125
4 A Case Study: Rail Transport in Germany 127
5 Conclusion and Recommendations 132
References 133
The Airline Industry: Flying on Its Own Is not Enough 134
1 Introduction 134
2 The Task of a Manager 135
3 History of Aviation Industry and Management Skills 136
4 Today´s Dynamics 140
5 Business Models and Skillsets 142
6 Conclusions 148
References 149
From Data to Business: A Paradigm Shift in Industry 150
1 Digitalization Is Radically Driving the Innovation of New Business Models 150
2 Digitalization Is Spreading into Industry 152
3 Technological Leadership Isn´t Enough: Customer Benefit Is Key 153
4 What Makes a Business Model Innovative and Viable? 155
5 Industry Business: Condition Monitoring for Machine Tools 157
6 Energy Business: Flexible Maintenance Contracts and Tailored Solutions for Customers 158
7 Mobility Business: Top Reliability and Availability 159
8 Medical Engineering: Cloud-Based Platform for Radiologists 159
9 Digital Market Success Increasingly Depends on Networking Business Models in Ecosystems 160
10 Ownership Culture as a Success Factor in the Digital Age 160
Bibliography 161
Engineering the Intangible: Strategic Success Factors in the Luxury Watch Industry 162
1 Introduction 162
2 What Is Luxury? 163
3 Between Making and Art 165
4 Luxury Products and the Nature of Luxury Spending 167
5 More than the Sum of Its Products: The Luxury Brand 168
6 Why Mechanical Watches? 170
7 Eternity and Immortality 170
7.1 A Functional Instrument 171
7.2 It´s Got an Engine 172
7.3 Complex, Compact, and Portable 172
7.4 It´s Uniquely Recognizable 172
7.5 Simply Irreplaceable 172
8 The Luxury Watch Brand´s Market Environment 173
9 The Luxury Watch Brand Mission 174
9.1 Authenticity 174
9.2 Desirability 175
9.3 Client Experience 176
10 Success Factors in the Luxury Watch Industry 177
11 Creation 177
11.1 Emotional 177
11.2 Rational 178
12 Making 179
12.1 Emotional 179
12.2 Rational 180
13 Selling 181
13.1 Emotional 181
13.2 Rational 183
14 Marketing 184
14.1 Emotional 184
14.2 Rational 185
15 Digital Transformation 185
16 Conclusion 187
References 188
Industry Expertise in the Digital Media Industry: Specialization vs. Disruption of Online Business Models 190
1 Introduction 190
2 The Growing Importance of Industry Expertise in Digital Media 191
2.1 Differentiation and Specialization due to Technology 191
2.2 User- and Product-Centric Business Models 193
2.3 Data-Driven Decision-Making 195
2.4 Short Product Launch Times and Life Cycles 196
2.5 Informal Networks 196
2.6 Sector-Specific Regulation 197
3 Offsetting Factors 197
3.1 Continued High Intensity of Change and Possible Disruption 197
3.2 Divergent Organizational Cultures Within One Industry 200
4 Summary and Outlook 201
References 202
Royal Dutch Shell in a Changing World: Navigating Uncertainty 203
1 Understanding Shell 204
2 Strengths 205
3 Evolving Business Model 206
4 Simpler Company 207
5 Evolving Business Environment 207
6 Lower Emissions 208
7 Political and Economic Uncertainty 209
8 Digital Technology 209
9 Strategic Choices 210
10 Making the Most of Shell´s Strengths 210
11 Key Capabilities 211
12 Conclusion 212
Case studies: LNG and Retail 213
LNG: Making Innovation Count 213
Retail: A Local Approach in a Global Network 214
Further Reading 215
Into the Future on the Digital Highway 216
1 Product Creation 4.0: The Intelligent Factory 217
2 Customer Service 4.0: The Digital Approach to the Car 222
3 Freedom 4.0: The Connected Car 223

Produkt-Details

• Erscheint lt. Verlag: 9.5.2017
• Reihe/Serie: Management for Professionals
• Reihe/Serie: Management for Professionals
• Zusatzinfo: XII, 219 p. 61 illus., 31 illus. in color.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Schlagworte: Business Transformation • Market strategy • New Business Models • new markets • Organizational change • Product Development • Restructuring
• ISBN-10: 3-319-48938-0 / 3319489380
• ISBN-13: 978-3-319-48938-4 / 9783319489384